Many IT Executives really base all decisions on what Gartner says. Good plan? Today, the smart money is on innovation, powered by IT. What can you do that you didn’t do before? What can you offer that your competition can’t? The answers lie in emerging technology concepts that will forever change how you collaborate with colleagues, interact with customers and use information to make faster, better business decisions. So is Gartner a friend in this?
As the flow of unstructured information grows in volume and intensity, even those organizations with a BI stake in the ground are struggling to understand the impact of shifting data patterns, and deliver on an increased demand for transparency and improved data quality. Still others are trying to bring order to their data chaos to eliminate the “white spaces” that prohibit a common view of the enterprise and negatively impact cohesive, collaborative decision making. Can Gartner help you with this?
The technology successes of the past 20 years, while remarkable, are sometimes less surprising to IT experts than the failures are. Why does one IT concept get derailed in its infancy while another achieves widespread adoption? Can we expect technology advances to emerge more quickly in the future than they have in the past? How do you know what technology will make it and what will not? Does anyone know?
Gartner does not have a lab, they do not test any of the technology or put it through any kind of lab research, they interview both vendor and customer and do analysis. So is what Gartner has to say gospel? Probably not. The information they have to share is of value, and as a IT Executive you should read and evaluate.
I propose to you that Gartner is a tool in the management toolbox for the IT Executive. I would reference their opinion, but I would also develop relationships with your vendors, colleagues and industry leaders. A balanced opinion on a topic is best, and your decision should be based on a well balanced view. In addition, take your business needs, business capabilities and direction into account when deciding your technology direction. This is no time for the faint-hearted. Having the confidence to act decisively is key to your company’s success, and crucial to your career. Thousands of CIOs and senior IT executives return regularly to Gartner to identify trends, plan initiatives and evaluate both short- and long-term strategies. Keeping in mind Hype is Hype. Don't always follow the pack just for the sake of being a follower. See what others are doing and see if it plays a key role in your organization - does it bring value, a good TCO, and meet enabiling capabilities.
Therefore, I would say Gartner is a friend, but not the authority on what you should do. As IT Executive - your business is asking you to be the technology authority for your company. Take the responsibility serious.
Stay Postive!
Scott Arnett
scott.arnett@charter.net
About Me
- Scott Arnett
- Scott Arnett is an Information Technology & Security Professional Executive with over 30 years experience in IT. Scott has worked in various industries such as health care, insurance, manufacturing, broadcast, printing, and consulting and in enterprises ranging in size from $50M to $20B in revenue. Scott’s experience encompasses the following areas of specialization: Leadership, Strategy, Architecture, Business Partnership & Acumen, Process Management, Infrastructure and Security. With his broad understanding of technology and his ability to communicate successfully with both Executives and Technical Specialists, Scott has been consistently recognized as someone who not only can "Connect the Dots", but who can also create a workable solution. Scott is equally comfortable playing technical, project management/leadership and organizational leadership roles through experience gained throughout his career. Scott has previously acted in the role of CIO, CTO, and VP of IT, successfully built 9 data centers across the country, and is expert in understanding ITIL, PCI Compliance, SOX, HIPAA, FERPA, FRCP and COBIT.
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